A values driven organizational culture

The sphere of leadership demands evolution and change at a rapid pace. Sadly the human race crawls, if not dragged into accepting and changing their approaches. Few realize that it is not about adapting to changing times or copy pasting known activities, but actually redesigning and developing solutions that cater to a specific need.

While the world is filled with tried and tested management and leadership development practices, where people have their own biases based on hearsay and experiences; an area companies really need to focus on, is how they are enriching their culture based on their values.

Over the last two decades, ‘Values’ rollouts have evolved significantly. My earliest memory of a values communication in ‘90s for an FMCG was just the display of text on a slide. Then in early 2000, we designed a 2-day program for a telecom company titled “Calling in Life.” The objective was to explain values and their relevance in our lives; followed by introducing the 5 values of the organization and learning how to practice them through “gamification” [Yes ‘gamification’ in 2000 … but that is a topic for another day :)] 

Soon after we were invited to design a program for an FMCG, with the focus of getting people to understand company values and identify actionable behaviors representing these values. Once again, because of participation and commitment from the top, we had amazing results that people remember to date. 

However, couple of years later, such strategic interventions were becoming an engagement exercise for HR that the newly-labeled OD heads decided to carry out. Objectives were amiss and relevant seniors were only concerned if the activities were engaging or not. Taking zero responsibility of ensuring if the message is understood & practiced. 

Fast forward, 10 years down the timeline, it pains to see that people are still copy-pasting their past experiences and conducting activities because it “sounds exciting”. It has become a checklist activity now with well designed merchandise. Organizations need to appreciate the importance of 'product integrity' before merchandising activity.

Times have changed, but our approach towards values rollouts hasn’t. It is probably this shortsightedness that keeps us from understanding that the true intent of such a rollout is internalizing the specific values as a way of doing things within the company culture; whilst ensuring that it creates an impact that is meaningful and sustainable as a practice.

Fortunately, there are still innovative organizations in the market space who feel it is not about mastering expired practices flawlessly and implementing them thoughtlessly; instead it is about diagnosing their challenge and designing measurable solutions and then delivering it with excellence.

In our recent discussion with a client from yet another industry, while trying to determine what would be the best approach for them, we designed a creative road map. Without sharing the details of their solution, I can share the TRP model [Torchbearers/ Role models/ Players] that was created during our communication. Despite being an evolving concept, the TRP model can be defined as a new way of seeing how to inculcate a values-driven culture. 

In order to take the TRP route for a values rollout in your organization, it is important to identify the key stakeholders and their contributions, prior to looking for a trainer and games s/he can bring.

Torchbearers 

The entire roll out initiative requires ‘Torchbearers’ i.e. the senior management or for simplicity, let’s say the CEO and her/his direct reportees’ unwavering commitment. These torchbearers sponsor the whole intervention and light the desired path by guiding people towards the aspirational direction. If the torch bearers cannot speak about the 'purpose' and 'principles' of the organisation passionately, sharing stories and examples of it then you have a long way to go. You may wonder “why?”. The torchbearers’ make/ break the organisational character with the decisions they take. For example, it is disappointing to see an organisation who at the surface promote leadership development programs with a focus on preparing successors, and yet when it is time to fill a senior position they hire an external ‘expert’. Apparently suggesting that the so-called top does not fully believe in “developing second line leadership” but only talks about it to look updated and sound linguistically progressive. All systems and forms of governance need to be aligned. 

Role Models

Once the torchbearers are onboard and clear about what they stand for to promote governance in line with those values, it is time to engage the middle management. While demonstration of values is everyone’s responsibility, this tier truly is the ‘Role Models’. These are the real heroes who live and perform with the masses. The visibility the middle management gets with everyone in the team cannot be compared to that a group of 8-10 people would have, sitting in one location on a particular floor. Your role models need to demonstrate commitment to the words everyone sees hanging on the walls by practicing it in the halls. They will be most effective and do it with ease, if they believe the torchbearers are committed to these behaviours. Remember, difficulty is inversely proportionate to belief and if this middle tier finds it difficult to practice values it is not because they don’t understand it, but because they do not believe the ‘torch bearers’ endorsing them. 

Players

Finally, the ‘Players’ i.e your front line that plays the game and gets you the scores. Players perform with passion! They have KPIs to achieve and if they see their seniors demonstrating the values with belief, you will see them literally mirror their managers’ style; at times even copy their dressing style and dialogues. Certainly, you will find examples of this around you; this is what happens when people are inspired. If they can copy the physical attributes, imagine how wonderfully and sometimes unconsciously, the invisible values manifest themselves in their visible behaviours. Your players’ practices are primarily the magnified behaviours of the ‘leaders’. If you want to improve the behaviour, reflect on practices of Torchbearers and Role models

Get this TRP process right, then decide if you need a values rollout from an external resource as a way of inculcating values or coaching your middle tier in spreading the message of values through action and not just words. 

Values rollout, as a one-day 'away day' covering the entire organization, using energizing exercises and simulations is a thing of the past. It needs to be ruled out as a stand alone activity. The train has left the station, are you moving on? 

Farhad is an OD Consultant, Leadership Funcilitator, Management Trainer and Author working with various organizations including Fortune 500 affiliates across South East Asia and Middle East Region